The Feedback Fallacy
Breaking with preconceived ideas to develop more beneficial feedback.
Author(s): Marcus Buckingham, Ashley Goodall
Publisher: Harvard Business Review
Date of publication: 2019
Read this article on the publisher's website [Harvard Business Review]
Summary
Is feedback really as beneficial as it is thought to be? At a time when numerous companies are encouraging this practice among their managers and teams, this article offers a critical reading. It deconstructs three persistent preconceived ideas—notably the one suggesting that others are best placed to spot our weak points. By drawing on the findings of psychology and neuroscience, it proposes concrete recommendations for structuring more accurate feedback, truly beneficial to development.
Synopsis
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